By Dave Zwieback
In this concise and wonderful publication, I.T. veteran Dave Zwieback describes an incident that threatens the very life of a giant bank, and the counterintuitive steps its management took to prevent the downward spiral. Their novel method is grounded in confirmed strategies from complexity technology, resilience engineering, human components, cognitive technology, and organizational psychology. It permits us to spot the underlying stipulations for failure, and make our structures (and companies) more secure and extra resilient.
- Get a transparent figuring out of the drawback of blame
- Learn how you can determine (and counteract) cognitive biases in groups
- See how corporations can be sure the genuine root explanation for problems
- Establish actual responsibility along with your organization
- Use the educational evaluate Framework to totally research from mess ups of complicated systems
- Find functional insights and information for relocating past blame on your personal organization
Read or Download Beyond Blame: Learning From Failure and Success PDF
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Extra resources for Beyond Blame: Learning From Failure and Success
But after 9/11, we swing deeply into thoroughness territory, maybe too much. ” “I was thinking about Mike,” Bill said. ” “Definitely,” Ollie said. ’ The dirty little secret here is that we make decisions in real time, but evaluate them with the benefit of hindsight. ” “That doesn’t feel right,” said Bill. “There are rules and laws. There are procedures. There are even best practices, in some cases. ” “We’d all like to believe that we know. How about the jaywalking incident? You were clearly breaking the law.
Kind of stupid, actually. ” said Ollie. “Colloquially known as ‘hindsight 20/20,’ or the ‘Monday morning quarterback syndrome,’ it affects everyone. There is no known cure, so we would all do well to practice mental hygiene to reduce the risk of spreading this serious disease. ” “I doubt it was top of mind. That’s just the hindsight bias talking, and it’s tricking you into thinking that something that is obvious now was also obvious then. ” “Look, Bill,” Ollie continued. ” “Probably? ” “No, of course not.
I’ve never gotten a jaywalking ticket, and I’ve pretty much been jaywalking every single day, several times a day! Then he remembered a conversation he recently had with Ollie, something about trade-offs between efficiency and thoroughness, and how humans are especially good at continually making these trade-offs. I guess all these years I was more concerned about how quickly I could get to the office than with getting there safely (or at least without jaywalking tickets). Although I always checked for cars, I never waited for the WALK signal.